2011 Annual Report

Rising Up

2011 Annual Report 1

2011 Annual Report

TABLE OF CONTENTS

Rising Up

2 CEO Letter

13 CFO Letter 15 Social Audit 16 Our Partners Rising Up 23 2011 Giving

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2011 Annual Report

Something has changed within me 2

The Redwoods Group

CEO LETTER

Something is not the same I’m through with playing by The rules of someone else’s game Too late for second-guessing Too late to go back to sleep It’s time to trust my instincts Close my eyes … And leap!

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2011 Annual Report

In the hit Broadway musical “Wicked,” Elphaba goes on to sing, “It’s time to try defying gravity …” In 2011 that’s just what happened: something changed. People refused to play by someone else’s rules. People rose up. People defied gravity.

The seeds of discontent had been sown long before, of course. Wealth inequality, brutal oppression, inadequate access to basic human needs … all created a toxic global social environment that was simply exacerbated by the 2008 economic collapse. In many ways, the social and economic state of the international community hit bottom in 2009. And, in 2010, surveying the wreckage of globalization and the disproportionate concentration of wealth and power, people got angry.

In 2011, people rose up.

Beginning in Tunisia and spreading quickly to Algeria, Jordan, Egypt and Yemen, a powerful, diverse mix of citizens launched virtually spontaneous—yet sustained—campaigns of strikes, demonstrations, marches, and rallies against statesponsored repression and censorship. The uprisings in Tunisia and Egypt became revolutions, overthrowing both countries’ presidents. An eventual civil war in Libya deposed the government and resulted in the death of their leader, Muammar Gaddafi. The Yemeni Prime Minister resigned. Soon Bahrain, Syria, Algeria, Kuwait, Morocco and Oman faced similar major protests, despite violent responses from authorities, pro-government militias and counter-demonstrators. The rage of the marginalized continues today, and the central theme is as chilling as it is determined: ash-shab yurid isqat an-nizam (“The people want to bring down the regime”).

As if to dismiss any chance of characterizing the cause of the events of the Arab Spring as isolated to the Middle East or to developing nations, by summer London was aflame. Prime Minister David Cameron blamed “bad parenting” for the violence of the disenfranchised youth; but what, then, was the cause of similar rioting in Greece, Italy, Spain and elsewhere in Europe? Something has changed. People are rising up. People will no longer tolerate the demonization and victimization of the poor by the moneyed, governing elite.

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The Redwoods Group

People will no longer tolerate the demonization and victimization of the poor by the moneyed, governing elite.

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2011 Annual Report

Are these people “insurgents” or “freedom fighters”? Do we cheer or fear them?

We had to answer that very question by the fall, because the intense dislocation of class warfare manifested itself right here. In the US. In Zucotti Park. On Wall Street. Then in Oakland, and Seattle and in every other major city in this country.

If the “Occupiers” were wackos with an unclear agenda, what were the brave people on Tahrir Square? I visited Occupy Wall Street in Zucotti Park before it was cleared, and I met a committed group of people who believe deeply in social justice—in a government not beholden to the interests of business, and who wanted more than anything, a robust, civil discourse on the most important topics facing our country.

It’s true: they don’t have a political agenda.

They want a conversation.

Listening to them and watching the events abroad, I was reminded of the words of encouragement offered by Ghandi to those who struggle for what’s right: “First, they ignore you. Then, they laugh at you. Then, they fight you. And, then, you win.”

They will win because they are right. Over time, prosperity can’t be delivered to the few balanced on the backs of the weak. Strong communities sustain prosperity. And, as Dr. King said, “The arc of the moral universe … bends towards justice.”

It was during this time of global insurrection and dissatisfaction that I had the great blessing to sit in a meeting room in Philadelphia and watch as two dozen YMCA CEOs pledged to eradicate child sexual abuse in the Northeast. Before the “shock” of Penn State and Jerry Sandusky, of Syracuse and Bernie Fine, of the Amateur Athletic Union and Bobby Dodd … before Jim Boeheim excoriated the victims—accusing them of simply seeking a financial award, reminding us all why so many victims don’t come forward—before all the hyperbolic, yet fleeting and mostly misdirected media attention, this group rose up and said, effectively, “Something has changed within me.

Something is not the same. I’m through with playing by the rules of someone else’s game.”

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The Redwoods Group

Something is not the same.

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2011 Annual Report

Since that emotional moment, like their partners in the global revolution, that group of Y CEOs has embraced an uncomfortable issue, overcome limited resources, engaged their communities, recruited additional Ys and countless other agencies, advocacy groups, elected officials and regular citizens, and reached beyond the Northeast to ignite transformational work in North Carolina, Oklahoma, Idaho and in more states every week. Darkness to Light, a South Carolina-based non-profit, and the YMCA group, have led local collaborations to deliver a powerful training curriculum called “Partnering in Prevention.” Darkness to Light, with Partnering in Prevention, is determined to stop abuse in this country by teaching communities to prevent abuse by recognizing and responding to the signs of abuse. To do that, they have committed to train 5% of all US adult residents in 10 years. 12 million people.

5%

of all US adult residents

in

+

10 years

=

12

million people trained to stop abuse

And, as a shot across the bow, the revolution started with a press conference where the Attorney General of Delaware, Beau Biden, stood next to the Delaware Y CEO, Mike Graves, and announced their goal: 5% of all adult Delawareans—35,000 people—would be trained in 5 years.

We had something to do with this effort, but the effort is not about us. We know who we are: we use our position as an insurance provider to develop social capital, our data to develop knowledge capital—and we invest both to inform and connect appropriate content providers and delivery systems to create change. We are a catalyst. Or an irritant, depending on your perspective.

It’s an unusual, but elegant model. And, as Billy Beane says in the movie, “Moneyball”, “If we pull this off, we change the game. We change the game for good.”

To be sure, the game needs to be changed. Our communities are broken and, for the most part, businesses have mastered the art of privatizing profits while socializing costs. Too often, business leaders do what they can, rather than what they should.

Fortunately, many business leaders are rising up … playing by new rules. For-profit and nonprofit alike, they are using the platform of business to address community problems. They are called social entrepreneurs and their businesses are social enterprises. Businesses that are powerful engines of positive social change.

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The Redwoods Group

Effective social enterprises have three common characteristics: They do important work. They do that work well. And they move the work to scale. At Redwoods, we have a great blessing—we know the circumstances at child-serving organizations under which people get hurt. Because we have that data, we can help our customers know what to do differently to reduce the chances that an injury—or worse—will occur. Keeping kids safe from abuse, protecting swimmers from drowning, keeping staff from falling … all are certainly important work.

Whether or not we do that work well requires an objective assessment.

Do we meet our customers’ expectations?

Well over 90% of our customers stay with us each year in an industry where the average renewal retention is in the high 60s.

Are we sustainable?

We made a profit again in 2011 (as you’ll read in the letter from our CFO, Brian Keel) and we continue to be well-reserved and debt-free.

Do we attend to the needs of our staff?

Our turnover remains very low (less than 5%) even as insurers begin to hire again.

We can certainly do better—much better—but I’m pleased with the progress we’re making.

And, we are moving to scale. Our advocacy for the Darkness to Light initiative has helped to launch a transformational movement. We now serve more than one-half of all YMCAs. We are gaining meaningful traction with our expanding service to Jewish organizations (Jewish Community Centers, Jewish Family Service Agencies and Jewish Federations) and nonprofit or for-benefit resident camps. Finally, we have now fully embraced our role in keeping mission-workers safe and focused on, well, mission work. For too long, the important work of employee safety has been subordinated to a focus on the financial risk-transfer mechanism known as “workers’ compensation insurance.” Just as we focus not on “general liability insurance” but on keeping kids safe, we are changing the conversation around employee safety. Keeping staff safe enhances the ability of our customers to accomplish their shared mission—lifting communities. We are not enamored with growth, but our mission is to improve the human condition, so, moving our work to scale is essential.

We’re not perfect, but we are an effective social enterprise. And, I’m proud to say, we serve only social enterprises. Together, we’re working to serve, improve and sustain strong communities—often against all odds. Together, we’re rising up.

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2011 Annual Report

I’m through with playing by the rules of someone else’s game.

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The Redwoods Group

On the day after Dr. King was murdered, Bobby Kennedy—campaigning for the Democratic Presidential nomination—spoke to the members of the Cleveland City Club … among the wealthiest people in Ohio. Referring to the murder, he spoke of “the mindless menace of violence in America that stains our land and every one of our lives.” Then, his voice rising, he called them all to the cause of community. He said, “There is another kind of violence: slower, but just as deadly destructive.

This is the violence of institutions, indifference, inaction and decay. The violence that afflicts the poor, that poisons relations between men because their skin has different colors … the slow destruction of a child by hunger and homes without heat in the winter. This is the breaking of a man’s spirit by denying him the chance to stand as a father and as a man among other men.”

Then Bobby Kennedy paused. He drew a deep breath and looked hard at the crowd. And he said, “And, this too afflicts us all.”

We’re deep into another Presidential election season. And the gap between the rich and the rest is much wider than it was in 1968. In this country there is an undeniable system of social injustice that has marginalized millions. 1 in 6 is poor. 13 million are unemployed. 21 million children have inadequate access to healthcare.

1 in 6 is poor

13

21

million

million children

are unemployed

have inadequate healthcare

We know this data, and we understand that we are called to change it. We are called to heal our communities. We are rising up.

Thank you for your support of our work.

Kevin Trapani President & CEO the redwoods group, inc.

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2011 Annual Report

Unless someone like you cares a whole awful lot, nothing is going to get better.

It’s not.

—The Lorax by Dr. Seuss

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The Redwoods Group

CFO LETTER

As a former YMCA leader and long time customer, I have a deep appreciation for the good and important work done by The Redwoods Group.

Now as a member of the Redwoods team, I am inspired daily by the transformational work our customers are doing in communities across the nation. At Redwoods, we believe we can best support their work by remaining fiscally fit and financially stable for the long term.

2011 was a year of rising financial metrics for The Redwoods Group. We built on the positive momentum of the prior year and generated net operating profits in 2011 of $146,894. This represents a 43% increase in net operating profit over the previous reporting period and demonstrates the ongoing benefit of our policy of maintaining a stable, engaged and cared-for employee base regardless of market conditions. We maintained our generous employee benefit programs and were also able to share a portion of Redwoods’ profits with all employees.

Redwoods saw growth across the board in Written Premium in spite of a continuing soft insurance market. We were pleased to see many new customer relationships develop, as well as previous customers rejecting the idea of “false equality” and returning to the Redwoods fold. False equality is the inaccurate comparison that other insurers are just as good as Redwoods. No other insurance provider invests in its customers, our own people, the environment and the community the way we do.

Overall, premiums rose 6.6% with gains in each of our product lines. The largest climb was in our workers’ compensation product with an increase in premium of 32% over 2010. Also encouraging was the boost in each of our three customer groups, YMCAs, camps and Jewish organizations.

“ The person who forgets the ultimate is a slave to the immediate” John Maxwell At Redwoods we remain committed to operating within a long-term sustainable business model.

To this end we are pleased to have working capital holding strong at $1.6 million and stockholders’ equity of $2.6 million. Our fiscal conservatism is unchanged, and we retain sufficient cash reserves as a hedge against future volatility in the insurance markets or the overall global economy.

We continue to be a debt-free organization with a $500,000 line of credit available but unused.

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2011 Annual Report

Looking forward we have also negotiated a new long-term lease extension to relocate our offices within our existing building. Our planned move results in a reduced rental rate for our office space, a generous up-fit allowance to create a new highly collaborative workspace and the ability to direct additional resources to streamline business processes to advance our efficiency and responsiveness to customer needs. Our space plan also includes extensive training and meeting space available to the community. We plan to be in our new office space by the end of the second quarter of 2012.

We look to 2012 with optimism for continued success for our customers, business partners, employees and the many communities that we serve.

Brian R. Keel CPA Senior Vice President and CFO the redwoods group, inc.

2011 FINANCIAL SUMMARY

The following is a financial summary for 2011. To view the audited financial statements, please visit redwoodsgroup.com/2011FinancialAudit.PDF

Financial Summary

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($ in thousands)

2011

2010

written premium

$51,698

$48,496

total revenues

$11,846

$11,422

net income

$147

$102

total assets

$14,358

$13,875

stockholder’s equity

$2,613

$3,024

The Redwoods Group

SOCIAL AUDIT

Founded in 1997, The Redwoods Group is a privately held, social enterprise using insurance and risk management solutions to serve YMCAs, Jewish organizations (Jewish Community Centers, Jewish Family Services and Jewish Federations), and nonprofit and for-benefit camps.

The Redwoods Group annually commissions an examination and evaluation of its social performance by an external party. This report, a “Social Audit,” serves as a means for the company, its leadership and its stakeholders to assess the organization’s social impact.

The Social Audit serves to publicly report on the company’s mission-related performance, identify successes in the calendar year 2011, compare progress versus previous years and make recommendations to enhance impact in 2012.

Our Social Audit for 2011 is in progress at the time of this printing, and will be available by late April 2012 on our website.

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2011 Annual Report

OUR PARTNERS RISING UP

There is a gap in our society and it is widening. But instead of standing at the edge and simply peering in, these organizations took a deep breath and jumped across.

Now they’re building a bridge for others to follow.

Within each of these stories is an organization with a bold mission.

Through their work, they are helping to bridge a gap both in their own communities and beyond.

They are rising up.

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The Redwoods Group

OUR PARTNERS RISING UP

source: Darkness to Light

Partnering in Prevention Darkness to Light, The Redwoods Group Foundation and YMCAs 1 in 4 girls and 1 in 6 boys are sexually abused. This is unacceptable, and we are rising up to fight it.

Partnering in Prevention is a child protection initiative that convenes experienced child advocates, like YMCAs, with community leaders, local child-serving organizations and policymakers. This collaboration combines the knowledge capital of Darkness to Light’s training with the social capital of YMCAs and is catalyzed in part by financial capital (a grant) from The Redwoods Group Foundation.

With the right training, these child advocates can better recognize warning signs and report harmful behavior. And with these committed community leaders on one team, Partnering in Prevention has become a contagious community empowerment model that fights child abuse—the root cause of so many ills within our society.

This effort isn’t limited to pedophiles and bathroom procedures. It fearlessly shines a light on child sexual abuse and the plagues it causes—substance abuse, teen pregnancy, suicide, chronic depression and isolation. Across the nation, courageous leaders are rising up above the status quo that for too long has included fear, silence and denial.

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2011 Annual Report

OUR PARTNERS RISING UP

Aquatic Safety in YMCAs YMCA of the USA In the late 1990s and early 2000s, 10-15 people drowned each year at Ys nationwide. In 2009, that number was reduced to zero. This dramatic change is the result of the YMCA of the USA, local Ys and The Redwoods Group rising up to the challenge of preventing drowning deaths.

It took a community. The YMCA of the USA teamed up with local Ys, The Redwoods Group and the larger aquatics community to tackle the problem and create a solution that could be implemented nationwide. In 2011, YMCA of the USA published two documents as a result of this collaboration.

The first is the revised lifeguard program manual, “On the Guard: The YMCA Lifeguard Manual,” which has an increased focus on scanning and victim recognition, and incorporates scenario-based emergency response to best train Y lifeguards to respond to real-life emergencies. The second document, “Enjoying Water Safely: Aquatic Safety Guidelines for Ys,” sets industry-leading guidelines for aquatic safety, including strict recommendations for scanning and in-service training.

The Redwoods Group, the YMCA of the USA and dedicated aquatics professionals will continue the fight to confidently protect the swimmers at Ys nationwide.

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The Redwoods Group

OUR PARTNERS RISING UP

Actively Changing Together (ACT!) YMCA of Snohomish County 1 in 3 children are overweight today, and are more likely to be obese into adulthood. This unhealthy weight attracts all the wrong things: bullies, low confidence and diseases like high cholesterol, heart disease, type 2 diabetes and high blood pressure. Because of this, the YMCA of Snohomish County is rising up!

Their ACT! program makes nutrition and physical activity a priority for all children and is changing lives in their community one child at a time. By partnering with Seattle Children’s Hospital and the families of obese children, ACT! teaches families how to integrate proper nutrition and physical activity into their daily routines. Through team-building activities, the program removes competition and stimulates the children mentally and physically towards healthy living.

A healthy lifestyle isn’t just about physical activity. ACT! also encourages parents and children to spend quality time together. In fact, families leave the program with new friends, nutritious meal plans and more confident children—all crucial components for a healthy, long life.

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2011 Annual Report

OUR PARTNERS RISING UP

source: The Entrepreneurship Institute

The Entrepreneurship Institute Alpert Jewish Family & Children’s Service In Palm Beach County, extended family goes further than blood. The Alpert Jewish Family & Children’s Services’ (AJFCS) Entrepreneurship Institute combines teens and seniors to learn about entrepreneurship as one group—building the bonds of a family. Graduates of the 16-week program are awarded a “practical MBA” and armed with the skills to start their business and support the community.

This program creates something “family members” can pass down from one generation to the next: entrepreneurship. The AJFCS Entrepreneurship Institute empowers underserved community members to rise up and create businesses that solve problems in the community.

Participants spend 16 weeks with local business professionals learning how to start or grow a business.

The institute not only improves the lives of participants, it also creates solutions to community problems. Keep an eye on this family focused program. AJFCS plans to bring graduates back into the fold to mentor their extended family through the institute in the future.

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The Redwoods Group

OUR PARTNERS RISING UP

source: YMCA of Middle Tennessee

Learn To Swim YMCA of Middle Tennessee It’s hard to imagine that in 2011, drowning was the 2nd leading cause of unintentional death among children. Innocent victims of tragedies like these are predominantly from underserved communities and have no access to swimming lessons.

YMCAs across the country believe no child should drown because they never learned to swim. And the YMCA of Middle Tennessee has stepped up to the plate with enthusiasm–creating a partnership to increase its reach and effectiveness of its Learn to Swim program. Working with the Metro Nashville Public Schools, these two groups are rising up. This dynamic partnership is a literal lifesaver that not only teaches children how to stay safe around water, it gives them the skills to respond to water emergencies.

Learn to Swim is a 9-week course funded by the Y’s annual giving campaign, allowing local first graders to learn these invaluable lessons for free. The school system provides transportation, and the YMCA provides the facilities and instruction. 300 children signed up for the first class, and community interest continues to grow. The YMCA of Middle Tennessee now offers the program to nearly 4,000 children and hopes to one day provide free swimming lessons to all 6,700 first graders in the Metro Nashville public school system.

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2011 Annual Report

OUR PARTNERS RISING UP

20/20 Vision Campaign American Camp Association (ACA) 20 million kids by 2020. That’s how many children American Camp Association (ACA) is setting out to directly impact in less than a decade through its 20/20 Vision.

ACA knows that camp experiences inspire leadership and civic engagement in our youth, which makes the world a better place for all of us. With the most recent US Census reporting that 38 million households include a child under the age of 18, the goal of 20 million kids is ambitious.

But ACA is rising up to the challenge.

Redwoods believes in ACA’s vision. In 2011, we partnered with ACA as an Educational Ally to help them increase the social impact of camps and increase the number of children inspired to lead through the camp experience. Redwoods and ACA share the view that camps create leaders of consequence. Together, we will offer development and education to ACA members in areas such as protecting kids and camp staff by improving operating and safety practices, promoting camps as social enterprises, and sharing best practices from camps around the country.

ACA is rising up to inspire 20 million kids to change the world.

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The Redwoods Group

2011 GIVING

A.E. Finley YMCA Action For Children North Carolina Action for Community in Raleigh Akron Area YMCA Albany Area YMCA Allegheny Valley YMCA Alpert Jewish Family and Childrens Service Altavista Area YMCA Alzheimer’s Association, Central New York Chapter American Red Cross Ann Arbor YMCA Armed Services YMCA of the USA Art Therapy Institute Ashoka Association of YMCA Professionals Athens YMCA Auburn-Lewiston YMCA Bangor YMCA Big Brothers Big Sisters of the Triangle Billings Family YMCA Bogalusa YMCA Boyertown Area YMCA Boys & Girls Club Eastern Piedmont Orange County Bridge to the Nations Burning Coal Theatre Company Camp Don Lee Camp Kateri Camp Kesem North Carolina Cannon Memorial YMCA Central Bucks Family YMCA Chapel Hill-Carrboro YMCA Childers YMCA in Waycross Cleveland County Family YMCA Compassion International Cooperstown Bible Camp Covenant House Cumberland YMCA Darkness to Light David Posnack Jewish Community Center Decatur Family YMCA Dress for Success Triangle NC Duke Hospice Duke University Durham Academy Durham-Chapel Hill Jewish Federation Elon Fund Eno River Association Family YMCA of Baker County Family YMCA of Emporia/Greensville Family YMCA of Greater Laurens

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Fanwood-Scotch Plains YMCA Fayette County Family YMCA Food Bank of Central & Eastern NC Frost Valley YMCA Girl Scouts North Carolina Coastal Pines Goldsboro Family YMCA Greater Joliet Area YMCA Greater Marco Family YMCA Inc Greater Waterbury YMCA Guiding Lights Habitat for Humanity of Durham Habitat for Humanity of Wake County Hanover Area YMCA Henderson County Family YMCA Henry County YMCA Hockomock Area YMCA Honolulu Armed Services Y Hunterdon County YMCA JCC Association JCC Metrowest JCC of Central New Jersey JCC of Greater Pittsburgh JCC of Greater Washington JCC of the Greater St. Paul Area Jewish Community Alliance, Inc. Jewish Federation of Metropolitan Detroit Joplin Family YMCA Junior Leadership Durham K Love Lakeland Hills Family YMCA Land Trust Alliance/Southeast Region Leadership Triangle Lee County YMCA Legacy YMCA Leukemia & Lymphoma Society Long Branch Area YMCA Martinsville & Henry County Family YMCA Merrimack Valley YMCA Metrowest YMCA Minneapolis Jewish Federation Mississippi Gulf Coast YMCA Montachusett Regional YMCA Montgomery County Family YMCA N.C. Center for Nonprofits N.C. Center for Public Policy Research National Park Service NC Public Radio WUNC NetVentures X’Fest New Castle Community YMCA North Carolina Pottery Center North Penn YMCA Northern York County YMCA

2011 Annual Report

Ocean Community YMCA Old Colony YMCA Olean Family YMCA Oshkosh Community YMCA Pickens County YMCA Piscataquis Regional YMCA PLM Families Together Rappahannock Area YMCA Rockland County YMCA Ronald McDonald House of Chapel Hill Ronald McDonald House of Durham Salt Fork YMCA San Diego Armed Services Y Sanford-Springvale YMCA Sarasota Family YMCA Shasta County YMCA Sheboygan County YMCA Silver Bay YMCA of the Adirondacks Siouxland YMCA SJF Institute Somerset Valley YMCA South County Family YMCA South Shore YMCA Southington-Cheshire Community YMCA Special Olympics NC St. Baldrick’s Foundation Stroum Jewish Community Center Summit Area YMCA Sumter YMCA Susan G. Komen for the Cure NC Triangle Affiliate The Center for International Understanding - The University of North Carolina The Community YMCA The Montgomery YMCA The V Foundation for Cancer Research The YMCA of Beaufort County Threshold Tom A. Finch Community YMCA Triangle Community Foundation United Way of the Greater Triangle Volusia Flagler Family YMCA Water.org WCPE Public Radio Wenatchee Valley YMCA West Morris Area YMCA Westfield Area YMCA Westport Public Library Wood River Community YMCA World Wildlife Fund YMCA Blue Ridge Assembly

YMCA of Arlington YMCA of Attleboro YMCA of Austin YMCA of Calhoun County YMCA of Cass and Clay Counties YMCA of Central Ohio YMCA of Central Virginia YMCA of Dodge County YMCA of Greater Dayton YMCA of Greater Erie YMCA of Greater Grand Rapids YMCA of Greater Kansas City YMCA of Greater Manchester YMCA of Greater Oklahoma City YMCA of Greater Omaha YMCA of Greater Providence YMCA of Greater Richmond YMCA of Greater Rochester YMCA of Greater San Antonio YMCA of Greater Seattle YMCA of Greater Syracuse YMCA of Greenville YMCA of Honolulu YMCA of Kewanee YMCA of Lafayette Indiana YMCA of LaPorte Indiana YMCA of Metropolitan Chattanooga YMCA of Metropolitan Detroit YMCA of Metropolitan Hartford YMCA of Metropolitan Lansing YMCA of Metuchen, Edison, Woodbridge and South Amboy YMCA of Middle Tennessee YMCA of Montclair YMCA of Northwest North Carolina YMCA of Philadelphia & Vicinity YMCA of San Diego County YMCA of Snohomish County YMCA of South Hampton Roads YMCA of the Brandywine Valley YMCA of the Capital Area YMCA of the Inland Northwest YMCA of the Suncoast YMCA of the Triangle Area YMCA of the USA YMCA of Westport/Weston CT, Inc.

Corporate office: 2801 Slater Road, Suite 220 Morrisville, NC 27560 Direct Phone: 919.462.9730 Toll-Free: 800.463.8546 Fax: 919.462.9727 redwoodsgroup.com

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